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International Journal of Contemporary Hospitality Management

ISSN : 0959-6119

Article publication date: 13 September 2021

Issue publication date: 16 November 2021

This study aims to review the empirical studies on empowering leadership in hospitality and tourism and proposes an associated research agenda.

Design/methodology/approach

A disciplined selection process using transparent inclusion and exclusion criteria resulted in a final sample of 25 empirical studies. The research results from these studies were systematically analyzed using content analysis.

The synthesis of these articles highlights that: studies on empowering leadership in hospitality and tourism are mainly based on motivational theories and theories with a social orientation; empowering leadership has been examined within various cultures mostly using quantitative methods; multiple instruments are used to measure empowering leadership; and empowering leadership is a variously defined construct that has been found to promote creativity and innovation, service performance and various employee attitudes and behaviors.

Research limitations/implications

The authors provide an integrated framework for empowering leadership in hospitality and tourism contexts, proposing theoretical implications and directions for further research.

Practical implications

This review identified growing research interest in empowering leadership in diverse hospitality and tourism contexts, as well as an increasing impetus to understand how leaders can effectively empower their subordinates.

Originality/value

The study provides a systematic understanding of empirical research examining the theoretical frameworks, antecedents, mediators, moderators and consequences of empowering leadership in various hospitality and tourism contexts. Significant opportunities remain for further research to address the gaps and limitations discovered.

• Empowering leadership
• Hospitality
• Systematic literature review

Acknowledgements

The authors confirm that this article is partly derived from the first author’s doctoral thesis submitted to Victoria University, Australia. An earlier version of the article was presented at The British Academy of Management Conference and was awarded Best Paper Award in the leadership track. Only an abstract of the paper was published in the conference proceedings.

Hoang, G. , Wilson-Evered, E. , Lockstone-Binney, L. and Luu, T.T. (2021), "Empowering leadership in hospitality and tourism management: a systematic literature review", International Journal of Contemporary Hospitality Management , Vol. 33 No. 12, pp. 4182-4214. https://doi.org/10.1108/IJCHM-03-2021-0323

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Leadership in the hospitality industry

Every successful hospitality manager knows that providing great customer experience is a critical part of the job.

But if you want to be a great hospitality leader, you’ll need more than just good customer service skills .

In hospitality management , you’ll need to be able to create a great team who can help your organization perform at the highest level.

For this, specialized leadership skills and qualities are vital.

In whichever hospitality industry you’re working, you can take your hospitality career and your leadership skills to the next level with an MBA in hospitality.

What is a hospitality leader?

A hospitality leader holds a senior position within a hospitality business.

They might be a general manager within hotel business , as a senior manager for a tourism or hospitality business, or working in revenue management .

A leader in hospitality is responsible for inspiring their team, moving them towards a common goal and emphasizing exceptional customer service.

The leader will guide from the front to make sure that the business exceeds customer expectations.

Why is leadership important in the hospitality industry?

As with any other industry, leadership in hospitality is vital to the success of the business.

Great leadership can inspire and engage staff. An enthusiastic workforce has been proven to deliver better business success too.

As well as a positive work environment, research shows that businesses with satisfied employees see a 21% increase in profitability .

The relationship between employees and senior leaders is a key factor in how loyal staff are to a company.

As an effective hospitality leader, you’ll make sure your staff feel valued and have a positive relationship with the company.

In doing so, you’ll attract and retain the best hospitality talent.

What is the best leadership style in the hospitality industry?

Every leader has their own personal style and strengths. So, there are many different leadership styles that can be effective. In the hospitality industry, the three leadership styles that are most common are:

1. Team-oriented

As an industry heavily reliant on different teams working together to provide a seamless, high-quality customer experience, a team-oriented leadership style is incredibly effective. Team-oriented leaders prioritize their team, are reliable, excellent at communicating and take accountability for the team’s performance.

2. Entrepreneurial

With the unpredictability of hospitality environments, entrepreneurial leaders do well in hospitality.

This leadership approach encourages experimentation, learning and iteration and is great for turning problems into valuable opportunities.

3. Innovative leadership

As in the case of entrepreneurial leadership, innovative leaders are well suited to hospitality.

Innovative leaders are great at encouraging different approaches, inspiring productivity and being open to creative ideas.

Study an MBA in hospitality and set yourself up for leadership success.

What are qualities of a good leader in the hospitality industry?

Being a good hospitality leader requires certain qualities, largely focused on your ability to collaborate with and inspire others. Here are some of the main qualities you’ll need to be a great leader:

Emotional intelligence

Understanding and managing your own emotions, and recognizing your team’s emotional state, can help you build strong relationships and interact with a diverse team. It’s not an easy trait to learn, but taking the time to understand that everyone has different reactions to situations and responding empathetically is an important quality in future leaders.

Modeling by example

Staff look to leaders for cues on how to behave. Effective leaders model company values and behaviors that they want to see in their team. Leading by example might include things like listening to your team, helping out, delivering on your promises, and being inclusive.

Showing vulnerability and visibility

Some leaders think by showing weakness they’ll lose the respect of their team, but this couldn’t be further from the truth. Everyone has vulnerabilities and weaknesses, and your team will respect you more if you share yours.

We all respond to passionate people. As a leader, it’s important to show passion for your company’s mission and a drive to succeed. When you do, you’ll inspire enthusiasm in others and create a positive and productive workforce.

Leadership is personal

No two leaders are the same, and your leadership journey is unique and personal to who you are. The best leaders use their personal background, experiences and qualifications to bring something special to the role. Be an authentic leader and lean into the unique skills and experiences you have.

Which leadership skills are important in the tourism and hospitality industry?

Successfully leading a team in a tourism or hospitality setting requires a varied skill set. Here are some of the key skills you’ll need to be an effective leader:

Communication

In effective leadership, there’s no such thing as too much communication. Being clear, honest and enthusiastic in your communication is vital to instill confidence and make sure everyone is clear in their responsibilities. Make sure you communicate often and through various channels to be as inclusive as possible.

Attention to detail

By observing and paying attention to the details you’ll be a much more effective leader. When you understand small but critical details, you’ll better understand how things work, and can make well-informed decisions. The same goes for paying attention to personal details. Remembering employee’s names, if they have children, pets, birthdays and life events makes a huge difference in creating more personal connections and keeping teams engaged.

People skills

As with any role in the hospitality sector, having first-rate people skills is a must for any successful leader. Being able to listen, collaborate, give feedback, and communicate honestly are all critical in building a strong team and getting the best out of your people.

Establishing shared beliefs, values, and goals

A really effective leader will be able to outline a vision for the company and inspire their team to follow in making that vision a reality. Being able to incorporate your vision into a mission statement and set clear company goals is critical to the success of your hospitality business. Bring people with you and embed an uplifting workplace culture by celebrating when your team achieves its goals or demonstrates company values.

Balancing accountability and autonomy

We all want to feel supported by our managers, but we also want to be given the responsibility and freedom to do our jobs. According to the US Office of Personnel Management, workplace accountability is linked to higher performance, better morale and greater work commitment. Great leaders don’t micromanage but let their staff manage their own work while still providing support.

Adaptability

There’s no doubt that the hospitality industry can be a challenging and unpredictable environment to work in; so being adaptable is a must. It’s essential to be flexible to changing demands, show resilience when things don’t quite go to plan and see mistakes as an opportunity for everyone to learn.

Creativity breeds adaptability

Creativity is the most crucial factor for success in business. Successful leaders understand that hospitality businesses have to adapt and change to be able to grow, and give space for everyone to contribute ideas, insights and imaginative solutions.

Leaders in the hospitality industry

There are leaders in management, marketing, consultancy, thought leaders and TV personalities across the hospitality industry.

Some of the most well-known hospitality leaders include:

• Bruce Faber , owner of EHS Hospitality. Starting in the hospitality industry at age 4 as a greeter in his grandmother’s restaurant, Bruce Faber is now the owner of the Chicago market for EHS and is known for tracking the best talent in the industry.
• Frances Kiradjian , Founder and CEO of the Boutique and Lifestyle Lodging Association. With 25 years as a hospitality and travel industry executive, Frances is credited with bringing the boutique hotel sector to the forefront.
• Robert LaPata , Founder at Forefront Hospitality. With 25 years in hospitality and restaurant consultancy, Robert is a celebrated leader who’s worked with big brands like Hyatt and Hilton.

List of women leaders in the hospitality industry

According to a recent Zippia study , women across different industries hold 35% of senior leadership roles.

Hospitality is one of the industries with the highest rates of women leadership where 33% of senior leadership positions are held by women.

Some inspiring hospitality women leaders include:

• Frances Kiradjian . Already mentioned above, Frances is also CEO of the Travel Industry Executive Women’s Network and has championed women in the industry for many years.
• Rachel Roginsky, Owner of Pinnacle Advisory Group. With an inspiring hospitality career, Rachel grew her business from humble beginnings to what’s now a world-renowned boutique hospitality consulting firm. ( Ambien )
• Lindsey Ueberroth, CEO of Preferred Hotels & Resorts. With an impressive background in hotel revenue growth, Lindsey was named one of the 30 most influential women in hospitality.

Ready to take your first step to become one of the top leaders in hospitality?

For a course that provides everything you need to take your career in hospitality to the next level, take a look at Les Roches’ world-leading MBA in Hospitality Management .

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5 Keys to Successful Hospitality Leadership

By Sarah Andersen

After completing the senior capstone Hospitality Leadership course at Boston University, I had the chance to reflect on the class topics and apply the teachings to my personal life. The course explored several different levels of leadership, from the head of a major corporation role to developing self-leadership. I learned the importance of a mission, vision, and values in an organization, better understood the components of change management, and worked with a group throughout the semester to develop my teamwork skills. I was able to critically analyze concepts and models presented in leadership literature as well as improve my own leadership skills.

I then interviewed three prominent leaders in hospitality and found connections between their industry insights and my leadership class discussions. dan donahue, president of saunders hotel group, len wolman, chairman and ceo of waterford hotel group, and geoff ballotti, president and ceo of wyndham hotel group kindly shared their experiences and explained their personal values and company’s culture, revealing the five keys to successful leadership..

“Leadership is the capacity to translate vision into reality.”

                                                           -Warren G. Bennis

Establishing Shared Beliefs, Values, and Goals

When an organization wants to achieve its goals, it needs a vision.   Effective leadership starts with the ability to recognize and outline those goals and inspire others to follow. Leaders paint a picture of how that vision will affect the company as a whole, as well as each individual. A leader’s ability to articulate that vision into a mission statement corresponds to the active implementation of goals and the company’s bottom line success. A productive vision goes beyond a written organizational mission statement, but instead permeates throughout all levels of a company and manifests into actions and beliefs. John P. Kotter, author of Business Leadership , writes, “A vision says something that helps clarify the direction in which an organization wants to move [and] is relatively easy to communicate, appealing to customers, stockholders, and employees.” 1 It is therefore up to hospitality leaders to set and clearly communicate a vision, and to inspire those around them to share and implement it.

A vision does not belong only to a leader. It must be a shared vision that attracts everyone to sustain high levels of motivation and withstand challenges. According to The Leadership Challenge , by James M. Kouzes and Barry Z. Posner, leaders can envision the future by imagining the possibilities and finding a common purpose. 2 In addition, leaders must spark a sense of meaning and purpose in those around them. Dan Donahue agrees that, “My job, as someone who has the vision, is to get you inspired and committed to sharing that vision and sharing that creativity to the point where you have buy-in.”

After seven years of rigorous research, a landmark study of the observations from more than 100 CEOs and over 8,000 employees found that “leaders who were clear about their values delivered as much as five times greater returns for their organizations as did leaders of weak character.” 3

So how do illustrious CEOs and successful leaders in our industry shape the parameters for success through a shared vision for a future? How do they empower and inspire those around them to make decisions and work towards their goals?

Balancing Accountability and Autonomy

When asked what his core values were, Len Wolman responded, “First and foremost, our organization has been built on integrity and transparency. We have four core values that we live by on a daily basis which are to (1) to wow the customer, (2) to continuously improve, (3) to be a passionate and committed team, and (4) to share and sustain our bottom line success.”

Dan Donahue, established that, “Our values are simple. Our values are people. We allow them the flexibility and latitude to do their jobs under the guide of taking care of the guest, but also taking care of themselves as well.” To strengthen others, exemplary leaders increase people’s belief in their ability to make a difference. They move from being in control to giving over control. Developing associates into leaders and enhancing self-determination creates a culture of empowerment and confidence. Geoff Ballotti agrees that, “In terms of motivating others, it is letting them make decisions. It’s not micromanaging, but rather letting them come up with the solutions.”

Geoff Ballotti continues, “Our core value statement is three words, ‘Count On Me,’ which is all about accountability. It is about people being able to be counted on at any time, for any issue, any question, any decision, and any support that our owners, franchisees, and associates need. It is built on the principal of integrity in terms of taking personal responsibility for your actions.” Accountability is important because it results in an extremely efficient and productive team. According to the U.S. Office of Personnel Management, accountability in the workplace is linked to higher performance and increases in commitment to work and employee morale. 4

Dan Donahue, states, “A vision has to be fluid. To get to an achievable goal and vision, whether short term or long term, you need to be present, you need to understand that if you want it to be successful you need to be there, you need to be accountable to it, and you need to be accountable to the people that want to share that.” When accountability becomes embedded into culture, company’s are able to set meaningful goals, develop team buy-in, build trust through support and encouragement, and celebrate successes together. Accountability is about creating a culture where people value responsibility. When associates understand that accountability involves a certain degree of autonomy, mutual respect develops between all levels of an organization.

Mr. Ballotti adds, “The third leg of our values is all about respect. Respecting everyone everywhere both on our ownership side and the community side.” When leaders develop mutual respect, associates are more likely to work harder to accomplish shared goals. Harvard Business Review examined employee needs and determined through a query of more than 19,000 workers that most employees desire renewal, value, focus and purpose. 5 Feeling a sense of value and respect can instill an employee with confidence and motivation. Len Wolman adds that, “I’ve been in the industry for many years, I was educated in the industry and then worked my way up through the industry, so I’m fortunate in that I have the perspective of having worked in various positions. So I have empathy, understanding, and respect for each position. Everyone needs to be treated with mutual respect and understanding.”

Modeling by Example

An important part of being an effective leader is educating others on what the organization stands for and why it matters. When leaders sincerely express a commitment to their core values, they’re also making a commitment on behalf of the entire organization. Therefore, leaders must make sure there is collective agreement on the shared values amongst everyone they lead.

So how do leaders become a role model for what the organization stands for?

The answer is pretty simple. They set the example for others to follow. Holding others accountable to values and standards means leaders must live the values themselves. Dan Donahue responds, “I would never ask an employee to do something I wouldn’t do myself.” Len Wolman agrees adding, “You always want to set an example and never want to expect anyone to do anything that you wouldn’t do yourself.” Researcher on behavioral integrity demonstrates that the alignment between a leader’s words and actions has a powerful impact on how much constituents trust the leader and on their subsequent performance levels. 6 Great leaders effectively translate intention into reality by acting on the values they teach and the things they say to those around them.

Showing Vulnerability and Visibility

Confidence is an important skill to possess as a leader. However, having vulnerability as a leader is just as essential to recognize and appreciate. Every leader has vulnerability, but great leaders have the self-awareness to recognize this fact and feel comfortable expressing their weaknesses. Showing vulnerability is a relatable trait and Geoff Ballotti finds that, “The greatest leaders I know out there are very comfortable talking about their weaknesses, about what it is that they need to work on, to improve upon, and to do better.” Effective leaders invest the thinking, the time, the energy and are prepared for the vulnerability of connecting with others.

So how do these leaders earn trust, inspire, and build bonds with those they lead?

Great leaders inspire their associates and guests by genuinely connecting to them through a consistent presence and visibility. Visibility as a leader not only includes having a physical presence, but also aligning everyone to the purpose behind their shared vision through natural conversations and casual exchanges on a daily basis. When asked how he communicates company goals and the overall vision, Dan Donahue replied, “If you have a presence, it happens organically. It doesn’t need to be contrived.” The purpose of this sincere visibility is not about the need to “check on employees,” but rather an honest desire to interact with associates in order to gauge motivation and learn if employees need support or help. Mr. Wolman agrees that, “It is critical to operate with an open door policy and listen to everyone’s perspective and ideas, particularly the people who are executing the day to day functions, and I think you’ve got to be constantly evaluating that.”

Mr. Ballotti adds, “I also think showing empathy is key and the best way great leaders do that is through the art of storytelling when they’re up in front of their associate base or leadership team, being able to tell stories that connect and engage and inspire and motivate in terms of the culture your want to set and want to build.” Storytelling is a powerful way to share knowledge, push information at people or pull them into a company’s vision and mission by reinforcing the intent behind authentic leadership. According to Edgar Schein, Professor Emeritus at the MIT Sloan School of Management, “[Stories] also strengthen the framework and the importance of an organization’s culture by establishing norms and values.” 7 Good stories compel, persuade, and unify others around the leaders’ vision.

Creativity Breads Adaptability

“Hospitality isn’t about a product on the shelf. Hospitality is about creating something that changes day to day, hour to hour, or minute by minute.” – Dan Donahue

IBM’s 2010 Global CEO Study, which surveyed more than 1,500 CEOs from 60 countries and 33 industries worldwide, concluded that creativity is the most important leadership quality for success in business, outweighing competencies such as integrity and global thinking. 8 Geoff Ballotti agrees that, “Creativity is critical, especially in the business that we’re in. We’re trying to redefine and reposition our brand from a creative standpoint in terms of experience.” What defines one brand from another and what makes one brand more successful than another is the creativity that it delivers as well as the experience it delivers to its guests. Understanding how to generate great ideas is a crucial leadership trait in hospitality’s innovation-driven industry. Successful leaders create an environment where associates can contribute their imagination and insight, which is critical because most innovations draw upon the contributions of many.

Today’s business environment is unpredictable, changeable and increasingly complex. Therefore, the ability to create something that is both innovative and applicable is on the top of leader’s minds. Mr. Donahue states, “Nothing in our business can be or should be cookie cutter. It’s about curating an experience for each person who spends to be with you.” Len Wolman adds, “If you’re not creative and open to change in todays world with the disruptors that exist in our industry, particularly with technology, you will not be successful. You need to be creative in terms of staying ahead, staying current and relevant, and get managing the costs associated with change in a way that your organization can still be successful and profitable.”

In an industry of constant change, great hospitality leaders need to capitalize on the opportunities that are ripe for the present context and plan for the likely future state. Change requires creating a new system, which demands effective leadership. It is crucial that leaders first acknowledge how hard it can be to drive others outside of their comfort zones and push for change. When asked how he responds to change, Len Wolman replied, “A crucial element is feedback. We get daily feedback that is current and relevant, whether it be Trip Advisor, direct contact with our guests, or direct contact with our associates. We need to listen to it, we need to respond to it, and we need to adjust to the things that people are looking for whether it be the consumer or the work environment.” Those who create new initiatives, programing, design, and brand essence are the ones who succeed. By supporting creativity and commanding change, leaders can increase workplace satisfaction and build driven teams that craft original, valuable ideas.

Figure 1: Interview Questions

• When associates are inspired by their leaders, they are more confident, they know what’s expected, and they feel empowered to make decisions and work toward their goals. So with your vast experience in the hospitality industry, what are some ways you empower and inspire those around you to make decisions and really motivate others?
• Do you have a specific set of core values? They can be personal or related to your company.
• How do you hold others accountable to those values and standards as a leader? Are there specific tools or methods you provide your associates to help them work towards that unified goal?
• Confidence is obviously an important skill to possess as a leader, but do you think showing vulnerability as a leader is important as well? This can be shown through being more visible to others around you, taking risks, being vocal and clear about your specific goals as a leader….
• Creativity is essential to the entrepreneurship that gets new businesses started and that sustains the best companies after they have reached a global scale. Do you consider creativity to be a manageable trait? Is creativity a focus of your attention as a leader?
• How do you adapt to various situations in an age of rapid change (with technology and this millennial “mindset” emergence)? What are the key components to having an adaptable mindset?

Closing Thoughts

It has been made clear through the interview process of these three prominent industry leaders that establishing shared values, balancing accountability with autonomy, modeling by example, showing vulnerability through visibility, and having a creative mindset that is open to change are all essential factors to being a successful leader. The common theme amongst all these traits and elements to successful leadership, however, is each leader’s dependence and trust for their associates. At one point during the interview, Mr. Ballotti pointed out that, “Great leaders are those who surround themselves with great people…who are brighter, and smarter, and more diverse in thought than they are. And who are able to build a team that knows how to support and trust each other.” It is clear that effective leadership boils down to a leaders ability to unlock the full potential in those around them. Len Wolman adds that it “We take care of our associates so that they take care of our guests, which keeps the guests coming back and is the reason we are in business.“ Dan Donahue also notes, “You have to realize each individual employee’s needs. Make a connection with your employees every single day.” All good leaders were once followers themselves and have learned to establish and foster trust over time. A true leader passes praise and shares the blame, lifting up those around them. 9 Without followers, great leaders cannot lead.

PDF Version Available Here

Sarah R. Andersen is a senior at Boston University’s School of Hospitality Administration. Her areas of interest include integrated marketing communications and real estate development. Beyond her studies in hospitality, she is a member of the BU Women’s Lacrosse team. She plans to continue her studies at Boston University after graduating with her bachelor’s degree by enrolling in the School of Hospitality’s Master of Management in Hospitality program.

Gallos, joan v.  business leadership . second edition ed., a jossey-bass reader., kouzes, james m., and barry z. posner.  the leadership challenge: how to make extraordinary things happen in organizations . sixth edition ed., wiley, 2017., carson, and e. a. phelps, “regulating the expectation of reward,” nature neuroscience 11, no.8 (2008):880-881, “performance management: accountability can have positive results.”  u.s. office of personnel management . web., porath, tony schwartzchristine. “the power of meeting your employees’ needs.”  harvard business review , 6 dec. 2017., c. m. shea and j.m. howell, “charismatic leadership and task feedback: a laboratory study of their effects on self-efficacy and task performance,” leadership quarterly 10, no. 3 (1999), marshall, john, and matthew adamic. “the story is the message: shaping corporate culture.”  journal of business strategy , vol. 31, no. 2, 2010, pp. 18–23., “creativity selected as most crucial factor for future success.”  ibm 2010 global ceo study , 18 may 2010., henderson, aaron m.  building effective leadership from the ground up . llumina press, 2004., share this:.

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The leadership tutorial is very educative and soul lifting I wish to have more of it as a guide in hospitality industry .thanks immensely.

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I believe this tutorial is very informative, well explained and essential for every hospitality leaders

Hospitality Technical Digital Skills, Confident, friendly, flexible and enthusiastic with the good sense of humour believe in team work, High energetic, enthusiastic and hands on leader who takes initiative and leads by example so that the entire organisation respect, follows and believes in GMs capabilities and leadership to secure challenging position where I can effectively contribute my skills and ensure my growth through the organisation growth possess competent technical skills, solid working experience hospitality management F & B, F & O, housekeeping, banquets and administration, excellent communication and organizational skills ability to access evaluate associates performance fairly ability to supervise trained and motivate multiple levels of associates.

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Empowering leadership in hospitality and tourism management: a systematic literature review

Purpose This study aims to review the empirical studies on empowering leadership in hospitality and tourism and proposes an associated research agenda. Design/methodology/approach A disciplined selection process using transparent inclusion and exclusion criteria resulted in a final sample of 25 empirical studies. The research results from these studies were systematically analyzed using content analysis. Findings The synthesis of these articles highlights that: studies on empowering leadership in hospitality and tourism are mainly based on motivational theories and theories with a social orientation; empowering leadership has been examined within various cultures mostly using quantitative methods; multiple instruments are used to measure empowering leadership; and empowering leadership is a variously defined construct that has been found to promote creativity and innovation, service performance and various employee attitudes and behaviors. Research limitations/implications The authors provide an integrated framework for empowering leadership in hospitality and tourism contexts, proposing theoretical implications and directions for further research. Practical implications This review identified growing research interest in empowering leadership in diverse hospitality and tourism contexts, as well as an increasing impetus to understand how leaders can effectively empower their subordinates. Originality/value The study provides a systematic understanding of empirical research examining the theoretical frameworks, antecedents, mediators, moderators and consequences of empowering leadership in various hospitality and tourism contexts. Significant opportunities remain for further research to address the gaps and limitations discovered.

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Purpose Entrepreneurship in the rural hospitality and tourism sector (RHT) has received wide attention in the past decade. However, a systematic review on this topic is currently lacking. This study aims to track the progress of the RHT and entrepreneurship literature by examining the various thematic research areas, identifying the research gaps and forecasting avenues of future research on the topic. Design/methodology/approach This paper catalogs and synthesizes the body of literature from the year 2000–2020 using a systematic literature review methodology. After discussing a brief history of RHT and entrepreneurship, the current study presents a review of 101 research articles. Findings The review highlights that RHT and entrepreneurship have received relatively limited attention from entrepreneurship journals. The content analysis revealed different gaps and limitations in the understanding of entrepreneurship in RHT, including a predominance of qualitative studies with limited theoretically-grounded and generalizable empirical studies. Furthermore, a high concentration of studies is from European countries. Six main thematic research areas were identified, namely, barriers and enablers, the roles of an entrepreneur, women in RHT, influencers of firm performance, innovation and value creation and methodological commonalities. The review also advances an RHT entrepreneurship ecosystem framework to summarize the findings. Originality/value Six promising research avenues are outlined based on the six themes identified. The suggested research questions draw from allied literature on small and medium businesses, innovation, women entrepreneurship and institutions to encourage the interdisciplinary cross-pollination of ideas. The findings are summarized in a novel research framework.

Mapping the “intellectual structure” of research on human resources in the “tourism and hospitality management scientific domain”

Purpose The purpose of this paper – based on the conviction that the human resource is by far the most strategic or distinctive resource available to firms competing in hospitality and tourism industries – is to objectively analyze the research on HR developed in the domain of tourism and hospitality management between 1997 and 2016. The aim is to “identify” and “represent” the “intellectual structure” of the field examined. Design/methodology/approach “Bibliometric” methods are utilized: document citation and co-citation analyses, as well as social network analysis (SNA). Findings The paper provides an interesting inventory of the theoretical foundations of knowledge developed around HR in the field under study by different theoretical frameworks and scientific disciplines, such as marketing or psychology. However, its main contribution is to identify an important gap in the literature in the specific area of management. Research limitations/implications The present study has several limitations resulting from the utilization of “bibliometric” methods applied in the analyses performed. As for the implications, these are more than obvious. Originality/value The authors believe that research developed here provides – through a kind of “meta-analysis” – a valuable outlet from which future researchers could benefit, giving them easier access to the theoretical foundations on which HR research in the field in question is based. This work also suggests some paths for future development or research in the field within the context of hospitality and tourism industries.

Developing substantive theories into formal theories via disruption

Purpose The purpose of this paper is to encourage service researchers to engage in “theoretical disruption” by purposefully adding variance to existing substantive theories, and conceptual frameworks, to construct formal theories of buyer–seller marketplace behaviors. The authors put forth an original four-stage process that illustrates the way substantive theories may be developed into formal theories. Design/methodology/approach The authors provide their opinions regarding theoretical creation and their interpretations of Grounded Theory methodological techniques that support the development of general theories within the social sciences. Findings In general, the services marketing discipline is based on a foundation of substantive theories, and proposed conceptual frameworks, which emerged from samples, contexts and conditions that ensue within industrialized, upper-income locales. Rather than seek to expand substantive theories by generating new categories and relationships between categories, most researchers limit their verification studies within the scope of original theoretical frameworks. Resultantly, the services marketing domain has not developed a set of formal theories. Research limitations/implications The editors encourage researchers to reconsider the discipline’s substantive theories and to transform them into formal theories. Substantive theories expand into formal theories when researchers question original theoretical frameworks and show situations in which they require modification. Theoretical verification does not transform substantive theories into formal theories; rather, the discovery of negative cases suggests the need for theoretical modification. Originality/value This work suggests that researchers may be over-emphasizing the generalizability of their proposed theories in papers because of a lack of sample variance in empirical studies.

A systematic review of research on innovation in hospitality and tourism

Purpose The purpose of this paper is to identify the state of academic research on innovation in tourism. The authors present a systematic review of the literature, different research approaches and perspectives on tourism innovation; offer a synthesis of our findings and provide a discussion and proposals for future research. Design/methodology/approach Existing studies on innovation in hospitality and tourism (included in the Web of Knowledge database) were reviewed, and their limitations were identified. A procedure used in previous studies (Crossan and Apaydin, 2010; Tranfield et al., 2003; Becheikh et al., 2006) was applied. Moreover, aiming to reveal theoretical foundations of tourism innovation research and identify their structure, a bibliometric analysis was performed. Findings This paper identifies 152 published papers that represent the major efforts in expanding the body of research on innovation in hospitality and tourism. The importance of innovation for business and regional competitiveness and success has been recognised by both researchers and practitioners. In the papers included in the sample of this paper, the authors identified a general consensus that much remains to be done in the development of the theory of innovation in tourism. Through bibliometric analysis, nine co-citation networks, or clusters, were retrieved by applying co-citation relations among the most cited authors. The examination of these nine clusters revealed some dominant themes that characterise the field. Research limitations/implications The authors used three databases: Science Citation Index Expanded, Social Sciences Citation Index (SSCI) and Arts & Humanities Citation Index. While these databases may not include all relevant research, the authors, nonetheless, believe that by using a rigorous procedure in reviewing the literature systematically, they were able to reduce the probability of neglecting any information that would critically change the content of the present paper. Practical implications The aim of this paper was to bring together the prior research with presently existing models that may be used in further research. For the continuation of the research, the authors propose additional studies with the aim of theory development. By introducing new theoretical ideas and theoretical models, more qualitative and inductive research would help to stimulate further work. As stated above, researchers could go further by undertaking quantitative methods to empirically verify the theoretically proposed models. Originality/value Since the last review (Hjalager, 2010) of past studies in tourism innovation, mostly focusing on studies up to 2009, tourism innovation research has grown noticeably in terms of diverse topics. In this paper’s database, the year with the most publications was 2012 with 48 papers, followed by 2014 with 42 (by 19 September), 2010 and 2011 with 41 and 2009 with 29. To the authors’ knowledge, no updated reviews focusing on innovation in tourism have been published recently. This study, consisting of a systematic review of academic literature, includes analyses of the international context, the methodology used, the points of view, the level of analysis (micro-level, macro-level and general level) and the type of innovation discussed in the paper. Moreover, the authors did not find any studies that used bibliometric analysis to identify the structure of the theoretical foundation of research in the area of innovation in tourism.

Creation of firm performance through resource orchestration: the case of ÜLKER

Purpose – This study aims to investigate the complex interaction of different resource sets and capabilities in the process of performance creation within the context of resource-based theory. Design/methodology/approach – An inductive case study approach that included multiple data collection methods such as in-depth interviews, observation and documentation was utilized. Findings – Organizational culture, reputational assets, human capital, business processes and networking capabilities were found as the most important determinants of firm performance within the context of Ülker case study. Originality/value – Although large-scale empirical studies can be used to explore the direct resource–performance relationship, these quantitative methods bypass the complex and embedded nature of intangibles and provide only a limited understanding of why some resources are identified as strategic but others are not, what their roles are, and how these resources are converted into positions of competitive advantage. However, understanding of complex nature of resources that are embedded in organizations designates the need for more fieldwork-based qualitative studies. This study aims to address this gap by providing a thorough understanding about the managerial and organizational processes through which the resources become valuable.

Service quality research on China’s hospitality and tourism industry

Purpose – The study aims to provide an inventory of the existing English and Chinese research on service quality in China’s hospitality and tourism industry. The study aims to identify the reasons for the lack of research on service quality in China’s hospitality and tourism industry and the ignorance of the Chinese language literature in the field. Design/methodology/approach – A synthesis review is conducted of 31 articles published in 11 leading Chinese and English academic journals from 1998 to 2013. Findings – Popular research themes are service quality management and evaluation in the hotel sector. The majority of the reviewed articles are empirical studies that adopt quantitative methods, and none of the English articles use qualitative methods. Recent studies tend to use sophisticated statistical techniques such as confirmatory factor analysis and structural equation modeling. Changes in disciplines, publication trends and statistical techniques are observed. The theoretical and practical contributions of the Chinese and English publications are compared, and recommendations are made for future research. Originality/value – This study is one of the first to review and compare the existing publications in the leading Chinese- and English-language journals. It provides a platform for scholars, especially non-Chinese literate researchers, to understand the research on service quality in the China hospitality and tourism industry.

A review of work–life programs and organizational outcomes

PurposeWork–life programs research has been conducted at the individual and organizational levels, yet one important question remains unanswered: Do work–life programs improve organizational outcomes?Design/methodology/approachThis paper presents a systematic literature review of the impact of work–life programs (bundles versus separate programs) on outcomes at the organizational level. A systematic selection process was adopted, resulting in a final sample of 35 articles published in 26 peer-reviewed journals from 1990 to 2019.FindingsThe findings suggest that these programs can result in positive, negative or no impact on organizational outcomes, depending on the study design, industry, organization size and country/region.Originality/valueThis review draws on quantitative and qualitative empirical studies to summarize, explain and refine the business case for work–life programs. The resulting framework provides directions for future research.

Developing an understanding of the determinants, disclosures, and outcomes of CSR practices – a focus on developed and developing countries: a past review of 10 years

Purpose The increased awareness among consumers and strong competition have forced companies to put extra efforts and fulfill their social responsibility along with earning profits. The research aims to review corporate social responsibility (CSR)-related literature specifically determinants, outcomes and disclosure of CSR while adapting a comparative approach for developing and developed countries. Design/methodology/approach Based on theoretical frameworks of CSR, the authors have reviewed past studies conducted in past 10 years. While using keywords and synonyms, the databases such as JSTOR, Emerald, SpringerLink and ScienceDirect were used for searching impact factor and Scopus journals. Thematic analysis has been used as a method in the paper while identifying the key themes in study and presented them separately. Only those articles have been included which have key words in abstract. The review has been done while using logical process to improve inter-rater reliability. The key databased have been used to cover articles from multiple and diverse domains. The authors studied the key themes of literature found and identified the gaps. The paper has also incorporated the comments of authors who conducted credible studies. Findings It has been found that there are different determinants which lead the companies to involve in CSR practices in developing and developed countries. It has also been found that consumers are more aware about CSR in developed countries which effects the CSR decisions by firms. There is lack of literature available in developing states and researchers have been focused to conduct studies mainly developed countries such as in Europe and USA. Mostly the CSR behavior of companies has been linked with their financial and reputational benefits in empirical studies. There is large gap in literature on CSR involvement in small companies. The authors have developed and presented model which provides comparison of determinants leading toward CSR involvement by companies in developed and developing countries. Another framework has been developed which summarized all the factors which force the company to take part in CSR activities. Practical implications The study has made significant contribution toward research field and summarized the determinants based on social and economic factors of countries. The study also presented the comparison between CSR in developing and developed country which is valuable contribution by the authors. The study has also found lack of progress in theory development in this area which needs further attention by researchers. The authors have developed a model and framework which will contribute in field of CSR. Originality/value This is the review paper which provides integrated view of literature regarding determinants, outcomes and disclosure of CSR in developing countries while using a comparative approach.

Procedural rationality in supplier selection

Purpose The purpose of this paper is to present three heuristics for choosing supplier selection criteria. By considering the balance between the expected relative effort and benefit of using different selection criteria, the heuristics suggest which criteria should be prioritized. The heuristics serve to develop our understanding of the search and evaluation heuristics used in supplier selection and to facilitate further research. Design/methodology/approach The research is primarily theoretical, yet draws on empirical studies of supplier selection. The theoretical basis is Simon’s notion of procedural rationality (Simon, 1976). The author makes the general notion of procedural rationality more concrete for supplier selection by formally describing three heuristics for choosing selection criteria. The heuristics share the same logic but differ in terms of the precision of the input information required from the purchaser. The paper provides illustrations of the heuristics. Findings It appears that procedural rationality can be specified for the process of designing the supplier selection process by explicitly recognizing the cost and value of selection criteria. There is no one way of doing this, but at the most basic level, it requires an ordinal ranking of criteria. Already such a rudimentary, qualitative, assessment can help identifying suitable criteria. The heuristics developed appear compatible with established approaches for the subsequent selection of suppliers. Originality/value The paper addresses the early stage of supplier selection which has been largely ignored in the literature.

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Thought Leadership vs. Servant Leadership in Tourism and Hospitality

Leadership is a crucial element in the tourism and hospitality industry, as it plays a vital role in the success of any organization. A strong leader can help create a positive workplace culture, inspire innovation, and guide a team to achieve its goals. In the context of popular tourism and hospitality attractions and economic development in the United States, leadership is even more critical, as it helps organizations stay competitive, attract visitors, and contribute to the local economy.

There are two main types of leadership that are relevant in the context of tourism and hospitality: thought leadership and servant leadership. Thought leadership involves becoming an expert in a specific field and sharing that expertise with others to provide valuable insights and solutions to industry challenges. In tourism and hospitality, thought leaders may be experts in areas such as destination marketing, sustainability, or customer experience.

On the other hand, servant leadership is focused on serving the needs of others, including employees, customers, and the community. It involves prioritizing the needs of others above one's own and empowering team members to achieve their goals. Servant leadership in tourism and hospitality can help create a culture of empathy and compassion, which can enhance the guest experience and foster loyalty among employees and visitors alike.

Both thought leadership and servant leadership are critical in the tourism and hospitality industry, and organizations that embrace these leadership styles are more likely to succeed in today's rapidly changing landscape. By staying up to date with industry trends and best practices and putting the needs of employees, customers, and the community first, tourism and hospitality leaders can create a positive impact that goes beyond their own organization and contributes to the growth and development of the industry as a whole.

Understanding Thought Leadership

In today's constantly evolving tourism and hospitality industry, staying relevant and ahead of the competition is essential. One way to achieve this is by establishing oneself as a thought leader. Thought leadership is a strategy that involves sharing insights and opinions on industry-related topics, which can help establish credibility, authority, and trust among a target audience. In this context, thought leaders are individuals or organizations that have a deep understanding of their industry and are able to share their knowledge in a way that is useful and valuable to others.

Definition of thought leadership

Thought leadership is the process of establishing oneself or an organization as an expert in a particular field or industry. It involves sharing insights, knowledge, and ideas that can help shape the conversation around relevant topics. Thought leaders are typically individuals or organizations that have a unique perspective, experience, or expertise, which they use to influence and guide others within their industry. Thought leadership is a long-term strategy that requires consistency, dedication, and a deep understanding of the industry and its trends.

Examples of thought leaders in tourism and hospitality

There are many examples of thought leaders in the tourism and hospitality industry. For instance, TripAdvisor is a travel website that has established itself as a thought leader in the industry by providing user-generated reviews and insights that help travelers make informed decisions. Similarly, Airbnb has emerged as a thought leader in the hospitality industry by disrupting the traditional hotel model and offering unique and personalized experiences to travelers. Other examples of thought leaders in tourism and hospitality include travel bloggers, industry analysts, and destination marketing organizations (DMOs) that provide valuable insights and information to travelers and industry professionals.

Benefits and drawbacks of thought leadership

The benefits of thought leadership are numerous. By establishing oneself as a thought leader, individuals and organizations can gain credibility and authority within their industry, which can help attract new customers or clients. It can also help increase visibility and brand recognition, which can lead to new opportunities for growth and expansion. Thought leadership can also help establish trust and build strong relationships with a target audience, which can be valuable in the long term. However, there are also potential drawbacks to thought leadership. For instance, it can be time-consuming and require a significant investment of resources to establish oneself as a thought leader. Additionally, it can be difficult to measure the impact of thought leadership on business outcomes, and there is a risk of becoming too focused on thought leadership at the expense of other important business priorities. Furthermore, thought leadership requires a high level of expertise and knowledge, which can be challenging to maintain over time.

Understanding Servant Leadership

In recent years, there has been a growing interest in servant leadership in the tourism and hospitality industry. Servant leadership is a philosophy that places the needs of others above the leader's own self-interest. It is about leading through service, humility, and a commitment to the growth and development of others. In this section, we will explore the definition of servant leadership, examples of servant leaders in the tourism and hospitality industry, and the benefits and drawbacks of this leadership style.

Definition of Servant Leadership

Servant leadership is a leadership philosophy that emphasizes the importance of serving others. This leadership style is based on the idea that leaders should prioritize the needs of their team members and stakeholders, rather than their own self-interest. A servant leader leads by example and puts the needs of others first. They are committed to the growth and development of their team members and work to create a supportive and empowering environment

Examples of Servant Leaders in Tourism and Hospitality

Many leaders in the tourism and hospitality industry embody the principles of servant leadership. For example, the CEO of Four Seasons Hotels and Resorts, J. Allen Smith, is known for his commitment to employee empowerment and development. He has implemented programs such as the Four Seasons University, which provides training and development opportunities to employees at all levels of the organization. Another example of a servant leader in the industry is Arne Sorenson, the former CEO of Marriott International. Sorenson was known for his commitment to diversity and inclusion, and his efforts to create a supportive and inclusive culture within the company. He was also a strong advocate for sustainability and social responsibility.

Benefits and Drawbacks of Servant Leadership

Servant leadership has many benefits in the tourism and hospitality industry. When leaders prioritize the needs of their team members and stakeholders, they can create a supportive and empowering environment that fosters creativity and innovation. This can lead to higher levels of employee engagement and productivity, and ultimately, better business results. However, servant leadership also has some drawbacks. For example, some leaders may struggle to balance the needs of their team members with the needs of the organization. In addition, some may view servant leadership as a "soft" leadership style that is not effective in driving results. It is important for leaders to find the right balance between serving others and achieving business goals. In conclusion, servant leadership is an important philosophy in the tourism and hospitality industry. By putting the needs of others first, leaders can create a supportive and empowering environment that fosters growth and development. However, it is important to recognize the potential drawbacks of this leadership style and find the right balance between serving others and achieving business goals.

Thought Leadership vs. Servant Leadership in Destination Marketing

When it comes to leadership in popular tourism and hospitality attractions, there are two approaches that DMOs can take: thought leadership and servant leadership. Both approaches have their advantages and disadvantages, and choosing the right approach can make a big difference in the success of a tourism destination.

Case Study of a Popular Tourist Destination that Exhibits Thought Leadership

One example of a popular tourist destination that exhibits thought leadership is Las Vegas. The Las Vegas Convention and Visitors Authority (LVCVA) has been recognized for its thought leadership initiatives, such as the development of a groundbreaking research program that analyzed visitor data to help better understand customer behavior and preferences. The LVCVA has also been praised for its innovative marketing campaigns, which have helped to establish Las Vegas as a leading destination for entertainment and hospitality.

Case Study of a Popular Tourist Destination that Exhibits Servant Leadership

Another example of a popular tourist destination that exhibits servant leadership is Jackson Hole, Wyoming. The Jackson Hole Chamber of Commerce has been recognized for its commitment to servant leadership, which is reflected in its efforts to promote sustainable tourism and preserve the natural beauty of the area. The chamber has worked with local businesses to develop sustainable practices, such as energy-efficient lighting and recycling programs. They also offer educational programs for visitors on how to reduce their impact on the environment while enjoying the destination.

Comparison of the Two Approaches

While both thought leadership and servant leadership have their advantages, they differ in their approach to leadership. Thought leadership focuses on establishing a destination as a leader in the industry through innovation, research, and sharing of expertise. Servant leadership, on the other hand, emphasizes collaboration, community building, and a focus on sustainability and ethical practices. Ultimately, the choice between the two approaches depends on the goals of the destination and the values of the community. A DMO may choose to focus on thought leadership to establish their destination as a leader in the industry, while another may prioritize servant leadership to promote sustainable tourism and community engagement. Both approaches can be successful, but it's important to choose the one that aligns with the values and priorities of the destination and its stakeholders.

Thought Leadership vs. Servant Leadership in Economic Development

In the context of economic development, thought leadership and servant leadership are two approaches that can have a significant impact on a city or region's ability to grow and prosper. Thought leadership can involve innovative ideas and strategies that help to position a city or region as a leader in a particular industry or area of expertise, while servant leadership focuses on the needs of the community and the importance of collaboration and partnership.

Case Study: Thought Leadership in Economic Development

Seattle, Washington is an example of a city that has exhibited thought leadership in economic development. In the early 2000s, the city's leaders recognized the potential of the tech industry and made a concerted effort to attract tech companies and talent to the area. This involved initiatives such as tax breaks for tech companies and investments in infrastructure, including the expansion of the light rail system. These efforts have paid off, with Seattle now home to some of the biggest tech companies in the world, including Amazon and Microsoft. The city has also seen significant job growth and economic development in other industries, such as healthcare and biotech. Seattle's success in economic development can be attributed in part to its thought leadership approach, which prioritizes innovation and strategic thinking.

Case Study: Servant Leadership in Economic Development

In contrast, Asheville, North Carolina is an example of a city that has exhibited servant leadership in economic development. The city has placed a strong emphasis on community engagement and collaboration in its economic development initiatives, with a focus on supporting local businesses and entrepreneurs. This has involved initiatives such as the creation of a small business incubator and the establishment of a microloan program for local businesses. As a result of these efforts, Asheville has seen significant growth in its creative industries, such as craft brewing and artisanal food production. The city's approach to economic development has prioritized the needs of the community and has fostered a sense of collaboration and partnership.

Comparison of Thought Leadership vs. Servant Leadership in Economic Development

While thought leadership and servant leadership are two distinct approaches to economic development, they can both be effective in achieving economic growth and prosperity. Thought leadership can be effective in positioning a city or region as a leader in a particular industry or area of expertise, while servant leadership can prioritize the needs of the community and foster collaboration and partnership. Ultimately, the choice between thought leadership and servant leadership may depend on the specific needs and goals of a city or region. Some cities may prioritize innovation and strategic thinking, while others may prioritize community engagement and collaboration. By understanding the benefits and drawbacks of each approach, economic development leaders can make informed decisions about how to approach economic growth and prosperity.

In summary, thought leadership and servant leadership are two different approaches to leadership in tourism and hospitality. While thought leadership emphasizes expertise, innovation, and influence, servant leadership emphasizes service, empathy, and collaboration. Each approach has its benefits and drawbacks, and the effectiveness of either approach depends on the specific context and goals of the organization. Thought leadership may be more effective in situations where the organization is trying to establish itself as a leader in the industry, attract attention and investment, or drive innovation. On the other hand, servant leadership may be more effective in situations where the organization is focused on community engagement, stakeholder collaboration, and sustainable development. However, it is important to note that these are not mutually exclusive approaches, and a combination of both thought leadership and servant leadership may be most effective in achieving the desired outcomes. Leadership is crucial for success in the tourism and hospitality industry, as it helps organizations navigate a complex and rapidly changing landscape, build relationships with stakeholders, and create value for visitors and the community. Whether an organization chooses to adopt a thought leadership or servant leadership approach, it is important to be transparent, ethical, and focused on creating positive impacts for all stakeholders involved. By doing so, organizations can achieve their goals and contribute to the sustainable development of the industry.

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Tourism and Hospitality Industry Leadership Group

The Tourism and Hospitality Industry Leadership Group (ILG) has been established to support, grow and realise the potential of Scotland’s tourism and hospitality sectors.

The group combines leadership, collaboration and partnership and will drive industry, Scottish Ministers and agencies on how to achieve the long term vision and outcomes outlined in the national tourism strategy, ‘Scotland Outlook 2030: Responsible Tourism For A Sustainable Future’. This is to be seen within the wider context of our 10-year National Strategy for Economic Transformation (NSET).

The group provides a collaborative strategic forum which:

• enables leaders from across the tourism and hospitality community to engage with each other, government and its agencies in an effective and joined up way on the strategic opportunities and issues of relevance in achieving the vision and outcomes of the national tourism strategy, Scotland Outlook 2030 and the NSET priorities
• provides key stakeholders with the opportunity to highlight the strategic actions and support required to ensure the economic, social and cultural contribution of tourism and hospitality in Scotland is maximised
• allows the tourism and hospitality community, government and its agencies to assess high level progress in the achievement of the vision and key outcomes of the national strategy and contribution to NSET and to gain insight to those global and regional mega trends which will drive future direction and response
• ensures a mechanism for genuine partnership working between the tourism and hospitality community, government and its agencies to generate and share creative ideas and solutions which will allow tourism and hospitality to flourish and create jobs across all parts of the country, contributing to the ambitions and delivery programmes of NSET
• Richard Lochhead MSP, Minister for Small Business, Innovation, Tourism and Trade
• Marc Crothall, Chief Executive, Scottish Tourism Alliance
• Judy Rae, Vice Chair, OnFife Cultural Trust

Organisation members

• Scottish Enterprise
• South of Scotland Enterprise
• Highlands and Islands Enteprise
• VisitScotland
• Scottish Tourism Alliance
• Scottish Government
• Skills Development Scotland

Industry members

Industry members are appointed as individuals and not as representatives of companies or organisations.

• Aileen Crawford, Glasgow Life
• Andrea Nicholas, Green Business UK Ltd/Green Tourism Certification Programme
• Barbara Smith, Industry Expert
• Benjamin Carey, Carey Tourism
• Calum Ross, Loch Melfort Hotel Ltd/Highlands and Islands Enterprise/Red Roof Business Support Ltd
• Carron Tobin, RuralDimensions Ltd
• Chris Greenwood, Moffat Centre for Travel and Tourism Business Development Glasgow School for Business and Society Glasgow Caledonian University
• Debbie Johnson, IHG Hotels and Resorts
• Joshua Ryan-Saha, Traveltech for Scotland TourismTech at Edinburgh Futures Insititute (University of Edinburgh)
• Joss Croft, UKinbound
• Judy Rae, OnFife Cultural Trust
• Kat Brogan, Mercat Tours and Mercat Tours International
• Kelly Johnstone, The Springboard Charity
• Leon Thompson, UKHospitality Scotland
• Melanie Allen, Chair, Galloway and Southern Ayrshire UNESCO Biosphere/owner, Nithbank Country Estate
• Michael Golding, CEO of Association of Scottish Visitor Attractions
• Russell Murray, Wilderness Group/Wilderness Scotland
• Stephen Duncan, Historic Environment Scotland
• Tourism and Hospitality Industry Leadership Group minutes: September 2023
• Tourism and Hospitality Industry Leadership Group minutes: June 2023
• Tourism and Hospitality Industry Leadership Group minutes: March 2023
• Tourism and Hospitality Industry Leadership Group minutes: January 2023
• Tourism and Hospitality Industry Leadership Group minutes: November 2022
• Tourism and Hospitality Leadership Group: terms of reference

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AgriLife Today

Texas A&M AgriLife's digital magazine and newsroom

Chen joins Department of Hospitality, Hotel Management and Tourism

Fulbright scholar brings academic depth, teaching innovation and industry engagement.

September 6, 2023 - by Paul Schattenberg

Po-Ju Chen, Ph.D., a Fulbright Scholar, recently joined the Department of Hospitality, Hotel Management and Tourism in the Texas A&M College of Agriculture and Life Sciences as a professor.

“We are fortunate to have Dr. Chen’s expertise and academic accomplishment in hospitality and tourism added to our newly re-formed department ,” said Brian King, Ph.D., department head. “Our students will benefit enormously from her breadth of knowledge and experience as well as her creative approach to teaching. She brings impressive thought leadership and academic understanding to the hospitality and tourism field.” 

Prior to joining Texas A&M University , she served as associate executive director of the School of Hotel and Restaurant Management at the W. A. Franke College of Business at Northern Arizona University in Flagstaff. Before that, she was chair of the Hospitality and Tourism Administration Department in the School of Business at North Carolina Central University in Durham.

Chen earned her doctoral and master’s degrees from Pennsylvania State University. After 16 years of tenure, Chen was made a professor at Rosen College of Hospitality Management at the University of Central Florida in Orlando.

She held the position of professor at Northern Arizona University and endowed professor at North Carolina Central University.

Chen’s research, publications, teaching

Chen’s primary research focuses on consumer behaviors in hospitality, tourism and services management. She also focuses on entrepreneurship, innovation, sustainability and cross-cultural research.

“I became interested in these areas stemming from my early career in the airline industry in the customer services department,” Chen said. “In academia, I had the privilege of working with prestigious researchers and young scholars furthering these lines of research.”

For applied research, she said she had the privilege to partner with various hospitality and tourism leaders and organizations, including destination management organizations, parks, restaurants, hotel companies and attractions/theme parks.

Chen is the co-executive editor of the Journal of Hospitality and Tourism Education and has served as co-executive editor of the Journal of Hospitality and Tourism Cases — both journals affiliated with the International Council of Hotel, Restaurant and Institutional Education. She is also a board director at large for of the International Society of Travel and Tourism Association .

She has published articles in leading business and hospitality/tourism research journals and has received several research awards and other types of recognition for her academic contributions. These include Fulbright Research in Social Entrepreneurship, Austria; Innovation and Creativity Fulbright Lecture Award, Denmark; Jewish National Fund Fellow, U.S. and Israel, and Shanghai Overseas Scholar, China. Her teaching excellence earned her the John Wiley and Sons Award for Innovation in Teaching, Teaching/Research Award in 2012 and 2015. She was also the University of Central Florida Walt Disney World continuing education instructor in Guest Services Management and Leadership and Strategic Management.

Industry, community connections

In addition to her academic accomplishments, Chen has also been active in developing industry partnerships and expanding community outreach on a national and international scale.

Some of these efforts include serving as the Florida Green Lodging Education liaison, president of the Professional Businesswomen Association and president of the Florida/Caribbean Chapter of Council of Hotel, Restaurant and Institutional Educators.

From 2014-2016, Chen served as the primary data analyst for the Institute of Internal Auditors Body of Knowledge. And since 2021, she has collaborated with the American Hotels and Lodging Association’s Castell College program that helps hospitality students learn about future career opportunities.

Chen said she has developed these partnerships as a means of furthering outreach and bridging academia and industry for hospitality and tourism education and research to benefit scholars and students. She said engaging industry practitioners in the classroom enhances learning by gaining firsthand knowledge, seeing how theories learned in the classroom can be applied, and understanding current issues related to hospitality and tourism management. 

“I’m looking forward to working with industry leaders and department colleagues to cultivate future leaders of hospitality, hotel and tourism industries,” she said.

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Leading Digital Transformation in Tourism and Hospitality

• First Online: 06 June 2023

Cite this chapter

• Maria José Silva 3 ,
• Marília Durão 4 &
• Fernando Florim De Lemos 5  

Part of the book series: Tourism, Hospitality & Event Management ((THEM))

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At times of greater instability and uncertainty, which typically lead to high and widespread disruption, leadership is of particular importance to the resilience and survival of a substantial number of players across the tourism value chain.

Digital technologies have been responsible not only for creating new business models, more innovative networking practices or digitising workforces but also for underpinning new processes across the whole value chain of tourism operations, from production to sales, promotion, distribution and new forms of consumption. Digitalisation widens the base of economic activities, promoting skilled employment and sustainably supporting faster development, particularly tourism and hospitality.

This chapter aims to contribute to a deeper understanding of the importance of leadership for an effective digital transformation of tourism and hospitality. It also becomes crucial to identify which factors wield more significant influence on strategic leadership by assessing the leaders’ roles in decision-making and their levels of awareness of digital transformation, which led to the semi-structured interview of 29 tourism leaders. Despite this focus on the leaders’ competencies for digitalisation, no new strategy can be envisioned without change; whatever its nature, digital or other, change depends on strong and effective leadership.

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Portucalense University, REMIT-UPT, GOVCOPP-UA, Porto, Portugal

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Silva, M.J., Durão, M., De Lemos, F.F. (2023). Leading Digital Transformation in Tourism and Hospitality. In: Marques, J., Marques, R.P. (eds) Digital Transformation of the Hotel Industry. Tourism, Hospitality & Event Management. Springer, Cham. https://doi.org/10.1007/978-3-031-31682-1_13

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